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TPM Seminar

1. Total Productive Maintenance Presentation by C V Rao THINK Inc., New Delhi 8 th -10 th August,2013

2. Introduction to Seminar-Total Productive Maintenance (TPM)

3. TPM- Historical Perspective Preventive maintenance (1951): USA to Nippon-Denso (1960) Autonomous maintenance Maintenance crew went in the equipment modification for improving reliability. Modifications made or incorporated in new equipment led to maintenance prevention. Preventive maintenance  along with Maintenance prevention  and  Maintainability Improvement  gave birth to  Productive maintenance .   Aim of productive maintenance was to maximize plant and equipment effectiveness to achieve optimum life cycle cost of production equipment. Nippon Denso made quality circles, involving the employees’ participation. All employees took part in implementing Productive maintenance. Nippon Denso of the Toyota group became the first company to obtain the TPM certification.

4. Progress of Equipment Management In Japan and Future Planning TPM development is unmanned operation plants by employing FA/CIM TPM in unmanned operation plants 2000s Global and general TPM activity including local production Global TPM 1990s TPM activity by all members related to production, development, business, and management, etc. Companywide TPM (whole industry) 1980s Production maintenance by all members related to equipment planning, operation and maintenance TPM in production department (Manufacturing industry) 1970s Management of total equipment life (equipment planning, maintenance, improvement, revision) by the person in charge of equipment Production maintenance 1960s Repairing after failure by the person in charge of repairs. Breakdown maintenance Before 1950s Explanation Key-words Years Preventive maintenance by the person in charge of maintenance Preventive maintenance 1950s

5. Definition Of TPM 1 To set a goal to maximise equipment efficiency (overall efficiency). TPM means….. 2. Build an organization to prevent every type of loss for entire life of the production system 3. Involve all departments including development, sales and administration 4. Involving all personnel, including top personnel to first-line operators . 5. Practice zero loss activity through overlapping small group activities .

6. What is Total Productive Maintenance (TPM)? Medical science of machines.   Total Productive Maintenance (TPM) : a maintenance program for maintaining plant and equipment. Goal of the TPM : To markedly increase production while, at the same time, increasing employee morale and job satisfaction. TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer a non-profit activity. Down time for maintenance is an integral part of the manufacturing process. The goal is to hold emergency and unscheduled maintenance to a minimum.

7. Why TPM? TPM introduced to achieve the following objectives: Avoid wastage in a quickly changing economic environment Producing goods without reducing product quality Reduce cost Produce a low batch quantity at the earliest possible time Goods sent to the customers must be defect free

8. Types of Maintenance 1 . Breakdown maintenance : Wait until equipment fails and then repair it. Such a thing could be used when the equipment failure does not significantly affect the operation or production or generate any significant loss other than repair cost. 2. Preventive maintenance (1951 ): Daily maintenance (cleaning , inspection, oiling and re-tightening), design to retain the healthy condition of equipment and prevent failure Preventive Maintenance further divided into periodic maintenance and predictive maintenance. Just like human life is extended by preventive medicine, the equipment service life can be prolonged by doing preventive maintenance.

9. Preventive Medicine for Equipment = Preventive Maintenance Preventive Maintenance Prevents deterioration Measures deterioration Repair deterioration Inspection (diagnosis) Make preventive repairs (advance replacements) Daily maintenance (lubricate, clean, adjust, inspect) Preventive Medicine Early treatment Health checkups (diagnosis) Daily Prevention

10. Types of Maintenance 2a. Periodic maintenance ( Time based maintenance - TBM) : Time based maintenance consists of periodically inspecting, servicing and cleaning equipment and replacing parts to prevent sudden failure and process problems. 2b. Predictive maintenance : Method to predict the service life of important part based on inspection or diagnosis, in order to use the parts to the limit of their service life. Compared to periodic maintenance, predictive maintenance is condition based maintenance. It manages trend values, by measuring and analysing data about deterioration and employs a surveillance system, designed to monitor conditions through an on-line system.

11. Types of Maintenance 3. Corrective maintenance (1957 ) : Improves equipment and its components so that preventive maintenance can be carried out reliably. Equipment with design weakness must be redesigned to improve reliability or improving maintainability 4. Maintenance prevention (1960 ): Indicates the design of a new equipment. Weakness of current machines are sufficiently studied ( on site information leading to failure prevention, easier maintenance and prevents of defects, safety and ease of manufacturing ) and are incorporated before commissioning a new equipment.

12. Modern Concept of Quality

13. EMERGING TREND 1950 --- 1980 PRICE = COST + PROFIT 1990 --- PROFIT = PRICE - COST 2009— DEMAND SALES PRICE PROFIT

14. Business Environment Recession Declining demand Declining Export Diversified & increase customer expectation Lay off Decrease in market share Decrease in profit Survival Is At Stake Produce products of best quality at low cost in quickest time Resulted Need Of The Hour How?

15. Object of Enterprise To Increase Profit Growth by Top & Bottom Line Living Standard Improves

16. INCREASE PROFIT Selling Price = Cost + Profit Profit = Selling Price – Cost Selling Price is Decided by Market Leads to Actual Movement of Reducing Cost

17. Reduce Cost Material Cost Energy Cost Processing Cost Others Cost Price Processing Conveyance Inspection Stagnation Useful Job from customer point of view Waste Worthless Job does not increase value to the process Decided by manufacturing method ONLY Actual movement for Reducing Cost Remove Waste

18. Cost / Quality Relationship Quality Cost Low High Junk Bad Business Desired Gold plated Low High

19. Shift operation into H Q L C Choice is clear – Become competitive or get out. Change focus from rigorous inspection, "find and fix" to: Prevention, Perfection, Variability reductions, Lean & Robust designs to become HQLC producer.

20. People can achieve things that have been thought impossible with Organizational learning Right Concepts Proper Approaches Appropriate Techniques Suitable Leadership General Enthusiasm and Co-operation—Conviction

21. Approaches Prevention Six Sigma & Lean P M Robust P&P Design 5-S

22. TPM Company wide Structure

23. Company- wide TPM Covering All Company Activities TPM Phase 1 TPM of Production Department TPM Phase 2 Company-wide TPM encompassing production, development, sales and administration Production Plant Plant Plant Plant TPM Phase 1 Top Management Planning Financial Personnel General Affairs Development of products & equipments Sales Administrative TPM Phase 2

24. TPM is in Demand because…..it Gives significant tangible results Transforms plant environment Transforms a plant worker

25. Significant tangible results Reducing equipment BD Minimizing idling and minor stops Lessening quality defects Boosting productivity Trimming labor cost Shrinking inventory Cutting accidents Promoting employee involvement Saving in spare expenses Improving profits

26. P---- Productivity improvement -------------------------------1.5 to 2 times Reduction in No. of Sporadic Failures- ---------------1/10 to 1/250 Overall equipment effectiveness -----------------------1.5 to 2 times Q ….. Reduction in Product Defects- ---------------------------1/10 Reduction in Customer Claims- --------------------------1/4 C…Reduction in Maint . Cost- --------------------------------- 30% D ….. Reduction in Product Inventories- --------------------- S…Reduction in Accident, Elimination of Pollution- --0 M ….. Increase in No. of Employee Suggestions- ---------- 5 to 10 times TPM Effectiveness

27. Transforming plant environment A filthy, rusty plant covered in oil, grease, leaking fluids and split powders is reborn as a pleasant, safe working environment Customers and visitors get impressed and their confidence in plant’s product increases

28. Transforming plant workers As TPM begin to yield results, workers get motivated, involvement increases and people begin to think of TPM as part of their job TPM helps operator to understand their equipment and widens the range of maintenance. Strengthens concern for equipment and fosters the desire to maintain equipment in peak condition.

29. Session 2 8 Pillars of TPM

30. Pillar 1: 5S- Pillars of Visual Work

31. 5 S 5-S represents 5 Japanese words associated with house keeping Developed in 80’s, became popular in 90’s Similar to taking Bath We take Bath everyday. Similarly,5-S is to be practiced on Daily basis People practice 5S in their personal lives without even noticing it Daily routine of Bathing, Dental care are personal hygiene type of 5 S

32. 34 5S Performance Excellence Model Systematic Organization “Seiri” Scrubbing clean “Seiso” Self-Discipline- Control “Seiketsu” Customer Expectations Sorting Visual Placement “Seiton” Standardizing Control “Shitsuke” Improved Quality Improved Safety Reduced costs Consistent Deliveries Improved Product/ Service Options 5s

33. 35 The Five Elements of 5S Systematic Organization - Identifying what items are required and which are not. “Seiri” Sorting Visual Placement- Items should be easily retrievable, easy to get, and visual-easy to see. “Seiton” Self-Discipline/Control- Ensuring that Systematic Organization, Visual Placement & Cleanliness are maintained. “Shitsuke” Scrubbing Clean- Keep the area free from debris, dirt, oil, items not needed. “Seiso” Standardizing Control- Maintain and continually improve the previous improvements. “Seiketsu” 5s

34. PILLAR 1 - 5S Japanese Term English Translation Equivalent 'S' term Seiri Organisation Sort Seiton Tidiness Systematise Seiso Cleaning Sweep Seiketsu Standardisation Standardise Shitsuke Discipline Self - Discipline TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement.

35. First S: SEIRI - Sort out Priority Frequency of Use How to use Low Less than once per year, Once per year< Throw away, Store away from the workplace Average At least 2/6 months, Once per month, Once per week Store together but offline High Once Per Day Locate at the workplace This means sorting and organizing the items as critical, important, frequently used items, useless, or items that are not need as of now. Unwanted items can be salvaged. Critical items should be kept for use nearby and items that are not be used in near future, should be stored in some place.   For this step, the worth of the item should be decided based on utility and not cost . As a result of this step, the search time is reduced .

36. First S: Seiri- Sort Sorting into different categories Most frequently used items – to be kept closer to work area Less frequently used items to be kept at a distant storage place. Dispose off items of no use in future Doing Seiri will create extra space for productive use Use Red Tag strategy to implement Seiri

37. Removal of unwanted items First S:Sort

38. First S- Sort Disposing unwanted papers

39. RED-TAG STRATEGY Red-Tagging is a visual method for implementation of sort Put a RT on all items which are not required for immediate use. Dispose or remove to remote place all RT items from the place of work

40. Red Tag Holding Area An area set aside for use in storing RT items need further evaluation Types of R T Holding Area Local RT area – Dept / Zones / Area can have individual RT area Central RT Area – Later items are shifted to a central RT area for disposal

41. EXAMPLE OF A RED TAG

42. Criteria for Red Tag Every person asks about all items around his / her workplace Is this item needed ? If it is needed, is it needed in this quantity? If it is needed, is it required very frequently? If Answer is “NO” REMOVE FROM WORKPLACE

43. How to kick start RT Campaign     -    Divide company into Zones, covering all areas including OPEN areas     -    Nominate Zonal Leaders     -    Nominate 5 to 6 Zonal members, including operators     -    Draw and display Zone map    -    Design and print RT     -    Identify RT items     -    Start moving unwanted items

44. Review Red Tagged Items Review team would consist of SM capable of taking decisions on disposal, must include personnel buying items First a “purchase ban” on all items red tagged till inventory lasts Review items accordingly Keep item where it is Move items to a new location Store item away from the work area Hold item in the local RT area for evaluation Dispose the item

45. Disposal Methods Throw it away Sell it Return to supplier Lend out Distribute Shift to central RT holding area

46. Red tag items on floor

47. Red Tag items are removed from the work place

48. Red Tagged items in a cupboard.

49. Second S: SEITON - Organise The concept is " Each item has a place, and only one place ". The items should be placed back after usage at the same place. To identify items easily, name plates and coloured tags has to be used. Vertical racks can be used for this purpose, and heavy items occupy the bottom position in the racks.

50. Second S: Seiton- Organise A place for everything and everything in its place Decide the specific location for every item that remains after sorting If several locations are available, choose the best location Store things in order of use Items that would be used together are grouped together and stored in the sequence of use Process of picking and returned to its original place of storage be made foolproof Storage place should be slightly larger than the items stored

51. Second S: Seiton- Organise A place for everything and everything in its place Identify the items by a unique number Decide the specific location for every item that remains after sorting If several locations are available, choose the best location

52. Store things in order of use Items that would be used together are grouped together and stored in the sequence of use Process of picking and returned to its original place of storage be made foolproof Storage place should be slightly larger than the items stored

53. Signboard strategy A visual orderliness method- identification through labels & signboard Signboard Makes clear which things are kept where even to a layman. Label Them: Use Signboard Strategy

54. Orderly arrangement with labels & signboard Second S: Organise

55. Tools kept close at hand and stored in the order of use Second S:Organise

56. Orderly arrangement Second S: Organise

57. Third S: SEISO - Shine the workplace This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc. No loosely hanging wires or oil leakage from machines.

58. Third S SEISO : Cleanliness Objective Eliminate trash, filth and foreign matter for a cleaner workplace

59. Identify type of trash, filth and foreign matter Brainstorm on causes of generation Identify special cleaning tools, material and processes if required Prevent dust, filth, trash and foreign material to reach work area Prevent generation of the above in the first place Combine cleaning with inspection to identify abnormalities

60. Prevention –examples Punching of Rail ticket Chip guard and chip collector in machine shop Double wall system in assembly of automobile Dust blowing from surrounding area Oil collector Coolant collector Dustbin

61. One is Best – One page memo – One day Processing – One location Files – One copy Filing • Reduce no of Tools – Reduce no. of bolt sizes – Use of winged nuts – Consolidate kinds of oil – Combine various tools into one – Any others... Lesser No. of Items means there is Lesser to Clean Third S Seiso : Spic & Span

62. Cleaning in a office Third S: Shine

63. 5S Examples - Shine Shine - The area is cleaned as the work is performed (best) and\or there is a routine to keep the work area clean.

64. Fourth S: SEIKETSU - Standardisation Employees have to discuss together and decide on standards for keeping the work place/machines / pathways neat and clean. These standards are implemented for whole organisation and are tested / inspected randomly.

65. Fourth S SEIKETSU : Standardized cleanup O,O, and Cleanliness are maintained Good practices developed in Pillar 1 to 3 are standardized Departments have weekly 5S tours Keep all areas of the plant in shape

66. Day 1 Day 2 Day1 Day10 Fourth S: Standardize

67. Pillar 5: Discipline Always follow specified standardized procedures- form habit for doing 5S Without discipline 5S will not last long Most difficult to implement. Human nature is to resist change.

68. More we do 5S, better the workplace becomes : cleaner, safer, more organized Work is easier, less confusion and less stress Use 5S at home\play - more you use it easier it becomes - life just gets better and better

69. Tendency- return to status quo and comfort zone of “Old way” of doing Managers who do not accept responsibility for maintaining 5S’s are not entitled to complain if their workers feel the same way Discipline is not to be taken lightly

70. Get everyone involved including SM. —Integrate 5S into daily work. —Communicate need for 5S, role of people and how to implement. —Be consistent in following 5S in all areas. —SM commitment is absolutely a must. —Follow through. Finish what is started. —Link 5S to kaizen activities. Key to 5S SUCCESS

71. Bad workplace-No 5S

72. Disorderly arrangement in a store No 5 S

73. Planned Introduction Step 1 : Establish 5S Promotion organization with TM commitment Step 2 : Establish 5S Promotion Plan Step 3 : Establish 5S campaign material Step 4 : In house education

74. Step 5 : 5S Implementation Red tag strategy Intensive improvement Sign board strategy Step 6 : 5S Evaluation and follow up

75. Step5: 5 S implementation Begin with identification of unneeded items and labeling them with RT Improvement in layout, redesign of workplace starts after removal of unneeded items. Begin exercise on orderliness by adopting signboard strategy Move to other pillars.

76. Step6: Evaluation and follow- up 5S conditions is like a stretched rubber- band. Once released, it return to its original shape 5S will collapse or broken down due to lack of evaluation and follow up

77. Some 5S Examples Before 5S After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting)

78. 5S Examples - Sort, Set in Order See the difference? Sort - All unneeded tools, parts and supplies are removed from the area 2. Set in Order - A place for everything and everything is in its place

79. The Good, Bad and the Ugly First the Bad and the Ugly - Life Without 5S

80. The Good ( Life with 5S) Where & How to Start ??????

81. BENEFITS: A neat and clean factory or office will have higher productivity will produce fewer defects will meet deadlines better. Thorough implementation of 5s’s brings many direct & indirect benefits.

82. Save & recover space Reduce search time Easy accessibility Reduce inventory Visual Control Clutter free Updated information Reduce fatigue Make things easy to clean Improve working conditions Benefits

83. The Good, Bad and the Ugly First the Bad and the Ugly - Life Without 5S

84. The Good

85. 103 Why 5S To eliminate the wastes that result from “uncontrolled” processes. To gain control on equipment, material & inventory placement and position. Apply Control Techniques to Eliminate Erosion of Improvements. Standardize Improvements for Maintenance of Critical Process Parameters. Look Familiar ? 5s

86. 104 Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped Resources Mis-used Resources 9 Wastes The Nine types of wastes

87. 105 Overproduction ______________________________ Delays (waiting time)__________________________ Transportation _______________________________ Process_____________________________________ Inventories__________________________________ Motions ____________________________________ Defective products ____________________________ Untapped Resources __________________________ Mis-used Resources ___________________________ 9 Wastes Give an example of each type of waste . The Nine types of wastes Think Break

88. 106 Elimination of Waste

89. 107 Systematic Organization Cleanliness Visual Placement Standardization 5 S Implementation Plan Progressive Enhancements Step 1 Establish 5 S Implementation Team Step 2 Develop Specific Implementation Plan Step 3 Develop Communication Plan Step 4 Develop 5 S Training Plan Step 5 Implement 5 S Step 6 Verification of Effectiveness

90. 108 Some evidence of standardized work areas Clear, shiny aisle ways Color coded areas Slogans, banners No work-in-process ( WIP ) One-Piece Flow Standardized Work Sheets

91. 109 Visual Color System Implementation Develop a map identifying the “access ways”(aisles, entrances, walkways etc.) and the “action” areas. Perform any necessary realignment of walkways, aisles, entrances. Assign an address to each of the major action areas. Mark off the Walkways, Aisles & entrances from the action areas Apply flow-direction arrows to aisles & walkways Perform any necessary realignment of action areas. Mark-off the inventory locations. Mark-off equipment/machine locations Mark-off storage locations( Cabinets, shelves, tables) Color-code the floors and respective action areas.

92. 110 Cleanliness involves cleaning every aspect of the Organization and the removal of dirt, dust, oil , scraps on the floor, & garbage. Key Deliverables A clean Systematic Organization results in increased safety and efficiency. Increased Safety Increased Efficiency

93. 111 Step 2: Allocation: Assign resources to the specific tasks required to make 3S a habit.

94. Waste Identification Map

95. The Nine Wastes Percentage of Waste

96. Indian Experience A public sector company invited Japanese expert to implement TQM Expert went round the factory and later told management- it is not right time to initiate TQM. Basic environment is missing Advised management to first go for 5-S implementation.

97. Initial results of implementation of 5-S in a medium sized factory.

98. Session 3 Pillar 2: JISHU HOZEN (Autonomous Maintenance)

99. JISHU HOZEN (Autonomous M aintenance ) This pillar is geared towards developing operators to be able to take care of small maintenance tasks, thus freeing up the skilled maintenance people to spend time on more value added activity and technical repairs. The operators are responsible for upkeep of their equipment to prevent it from deteriorating. Policy : Uninterrupted operation of equipment. Flexible operators to operate and maintain other equipment. Eliminating the defects at source through active employee participation. Stepwise implementation of JH activities.

100. JISHU HOZEN Steps in JISHU HOZEN : Preparation of employees. Initial clean up of machines. Take counter measures Fix tentative JH standards General inspection Autonomous inspection Standardization and Autonomous management. JISHU HOZEN Targets: Prevent the occurrence of 1A / 1B because of JH. Reduce oil consumption by 50% Reduce process time by 50% Increase use of JH by 50 %

101. 1 . Train the Employees : Educate the employees about TPM, Its advantages, JH advantages and Steps in JH. Educate the employees about abnormalities in equipment. 2. Initial clean up of machines : Supervisor and technician should discuss and set a date for implementing step1 Arrange all items needed for cleaning On the arranged date, employees should clean the equipment completely with the help of maintenance department. Dust, stains, oils and grease has to be removed. Following are the things that has to be taken care while cleaning. They are Oil leakage, loose wires, unfastened nits and bolts and worn out parts. After clean up problems are categorized and suitably tagged. White tags is place where problems can be solved by operators. Pink tag is placed where the aid of maintenance department is needed. Contents of tag is transferred to a register. Make note of area which were inaccessible. Finally close the open parts of the machine and run the machine.

102. 3. Counter Measures : Inaccessible regions had to be reached easily. E.g. If there are many screw to open a fly wheel door, hinge door can be used. Instead of opening a door for inspecting the machine, acrylic sheets can be used. To prevent work out of machine parts necessary action must be taken. Machine parts should be modified to prevent accumulation of dirt and dust . 4. Tentative Standard : JH schedule has to be made and followed strictly. Schedule should be made regarding cleaning, inspection and lubrication and it also should include details like when, what and how. 5. General Inspection : The employees are trained in disciplines like Pneumatics, electrical, hydraulics, lubricant and coolant, drives, bolts, nuts and Safety. This is necessary to improve the technical skills of employees and to use inspection manuals correctly. After acquiring this new knowledge the employees should share this with others. By acquiring this new technical knowledge, the operators are now well aware of machine parts.

103. 6. Autonomous Inspection : New methods of cleaning and lubricating are used. Each employee prepares his own autonomous chart / schedule in consultation with supervisor. Parts which have never given any problem or part which don't need any inspection are removed from list permanently based on experience. Including good quality machine parts. This avoid defects due to poor JH. Inspection that is made in preventive maintenance is included in JH. The frequency of clean-up and inspection is reduced based on experience . 7. Standardization : Up to the previous stem only the machinery / equipment was the concentration. However in this step the surroundings of machinery are organized. Necessary items should be organized, such that there is no searching and searching time is reduced. Work environment is modified such that there is no difficulty in getting any item. Everybody should follow the work instructions strictly. Necessary spares for equipment is planned and procured . 8. Autonomous Management : OEE and OPE and other TPM targets must be achieved by continuous improvement through Kaizen. PDCA ( Plan, Do, Check and Act ) cycle must be implemented for Kaizen.

104. Autonomous Maintenance Purpose: Training of operators proficient in equipment Protecting one’s own equipment by one’s staff Members: Operator, Line Leader Activities: Implementation of 7 steps 1. Initial clean-up and identify hidden defects 2. Countermeasures for the source of problems and measures for difficult-to- access locations 3. Creation of tentative autonomous maintenance standards 4. General inspection 5. Autonomous inspection 6. Standardization 7. All-out goals management

105. Session 4 Pillar 3: Kobetsu Kaizen

106. KAIZEN Kai Zen

107. Pillar 3: Kobetsu Kaizen " Kai" means change, and "Zen" means good ( for the better ). kaizen is for small improvements carried out on a continual basis and involves all people in the organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The principle behind is that "a very large number of small improvements are more effective in an organizational environment than a few improvements of large value. Aims at reducing losses in the workplace that affect our efficiencies. By using a detailed and thorough procedure we eliminate losses in a systematic method using various Kaizen tools.

108. Pillar 3: Kobetsu Kaizen Kaizen Policy : Practice concepts of zero losses in every sphere of activity. R elentless pursuit to achieve cost reduction targets in all resources Relentless pursuit to improve over all plant equipment effectiveness. Extensive use of PM analysis as a tool for eliminating losses. Focus of easy handling of operators.

109. Kobetsu Kaizen Kaizen Target : Achieve and sustain zero loses with respect to minor stops, measurement and adjustments, defects and unavoidable downtimes. It also aims to achieve 30% manufacturing cost reduction. Tools used in Kaizen : PM analysis Why - Why analysis Summary of losses Kaizen register Kaizen summary sheet.

110. TPM aims at maximization of machine utilization and not merely machine availability maximization. Kaizen pursues efficient equipment, operator and material and energy utilization Kaizen activities try to thoroughly eliminate 16 major losses.

111. Loss Category 1. Failure losses - Breakdown loss 2. Setup / adjustment losses 3. Cutting blade loss 4. Start up loss 5. Minor stoppage / Idling loss. 6. Speed loss - operating at low speeds. 7. Defect / rework loss 8. Scheduled downtime loss Losses that impede equipment efficiency Management loss Operating motion loss Line organization loss Logistic loss Measurement and adjustment loss Losses that impede human work efficiency Energy loss Die, jig and tool breakage loss Yield loss. Losses that impede effective use of production resources 16 Major Losses in an Organisation

112. Aspect Sporadic Loss Chronic Loss Causation Causes for this failure can be easily traced. Cause-effect relationship is simple to trace. This loss cannot be easily identified and solved. Even if various counter measures are applied Remedy Easy to establish a remedial measure This type of losses are caused because of hidden defects in machine, equipment and methods. Impact / Loss A single loss can be costly A single cause is rare - a combination of causes trends to be a rule Frequency of occurrence The frequency of occurrence is low and occasional. The frequency of loss is more. Corrective action Usually the line personnel in the production can attend to this problem. Specialists in process engineering, quality assurance and maintenance people are required. Classification of Losses

113. Key to Japan’s Competitive Success Main Theme of CWQC Step by step improvement

114. Company Wide Quality Control It assure continuous improvement by all people at all levels of the organization Not a single day should go without some kind of improvement made somewhere in the company

115. Continuous improvement Decide what needs to be improved Decide how to measure improvement Set goals and targets Gather and integrate information about causes of the problem

116. Generate ideas, possible solutions, proposals for improvement Implement successful improvement ideas Establish and document standard procedures / methods to prevent problems Develop ways to insure adherence to all standard procedures

117. Get rid of all old assumptions Don't look for excuses, look for ways to make things better Say "NO" to status quo Don't worry about being perfect - even if you only get it half right " start NOW! It does not cost money to do KAIZEN Ten Kaizen Principles

118. If something is wrong "Fix it NOW” Good ideas flow when going gets tough Ask "WHY" 5 times - get to root cause Look for wisdom from 10 people rather than one Never stop doing KAIZEN

119. Root Cause Analysis --On machine stoppage 1.Why did the machine stop? --Fuse blew due to an overload. 2.Why was an overload ? --Bearing lubrication was inadequate. 3. Why was the lubrication inadequate ? --Lubrication pump was not functioning right. 4. Why was the lubricating pump not working right ? --Pump axle worn out. 5. Why it worn out ? --Sludge got in.

120. By repeating “Why” ‘Five times’, it was possible to identify the root cause or the real cause of the problem and hence the real solution: Attaching Strainer to the Lubricating Pump If you don’t go through repetitive questions, you might settle with an intermediate solution, such as replacing fuse. Remove The Root Cause and Not The Symptom

121. Gemba in Japanese means – ‘place’ When a trouble happens, go to Gemba first-the place where problem has happened Many managers learn about the problems that happened from a report that reaches them several days or weeks after 5-Gemba Principles

122. Check with gembutsu - machines, tools, rejects, and customer complaints Gembutsu means tangible things. If a machine is down, machine is gembutsu . If a customer is complaining, customer is gembutsu . If the machine is down, go to Gemba and have a look at machine and ask question “why” several times, to know the reason of breakdown

123. Take temporary countermeasures on the spot. Find out the root cause. By repeating the question “why” several times, you can find out root cause of the problem. Standardize for prevention of recurrence. Once root cause is identified, develop and standardize countermeasure so that same problem will not recur.

124. To solve problems today’s managers often try to apply sophisticated tools and technologies instead a commonsense, low-cost approach They need to unlearn the habit of trying ever-more sophisticated technologies to solve everyday problems. Gemba KAIZEN - Low cost approach

125. Housekeeping------------------------- 5S Muda elimination-------------------- Eliminate waste Standardisation---------------------- SOP Three areas for practicing Kaizen in the beginning

126. Muda of waiting – How often do you see operators waiting for material to arrive or machine to start? No value is added when operators are waiting and looking. Muda of motion – When the operator is moving around, looking for tools or going to get the work pieces, no value is added. Types of Muda

127. Muda of over production – Regarded as worst type of muda . If you produce more than your customer needs, you have extra pieces that need to be taken care of, such as handling and keeping in stock. Muda of inventory – R esult of over production. If you process only Produces what the next process needs, you can eliminate muda of inventory altogether .

128. Muda of transportation – When materials are moving on the trucks, forklifts, or on the conveyer, no value is added. Muda of producing rejects – Producing rejects leads to rework, or else rejects must be thrown away, a big mud a . Muda of processing – By rearranging the working sequence, often you can eliminate a particular process.

129. Third area of kaizen practices in Gemba is standardisation. Standards are defined as the best way to do the job. Standards assures quality of Products or services created at each process Standards also can prevent recurrence of the same problem. 3. Standardisation

130. Creates problem awareness among people Provides clue for problem identification People first get engaged in finding problem and then start eliminating Provides a structured approach to improvement Maintains new level of improvement through standardisation of processes & procedures KAIZEN advantage

131. Applicable to : Every aspects of everybody’s activities Seven type of waste All processes All operations within a process All systems and procedures

132. Workers--KAIZEN Engage in KAIZEN through SGA and suggestion scheme Practice Discipline Engage in continuous self development to become better problem solvers Enhance skills and job performance expertise

133. KAIZEN Tools and Techniques Problem solving tools PDCA cycle Why-Why Process ( Say Why- Why 5 times) Value Analysis/Value Engineering

134. KAIZEN SHEETS

135. KAIZEN SHEET

136. Session 5 Pillar 4: Planned Maintenance

137. Pillar 4: Planned Maintenance It is aimed to have trouble free machines and equipment producing defect free products for total customer satisfaction. This breaks maintenance down into 4 "families" or groups which was defined earlier. Preventive Maintenance Breakdown Maintenance Corrective Maintenance Maintenance Prevention With Planned Maintenance we evolve our efforts from a reactive to a proactive method and use trained maintenance staff to help train the operators to better maintain their equipment. Policy : Achieve and sustain availability of machines Optimum maintenance cost. Reduces spares inventory. Improve reliability and maintainability of machines.

138. Planned Maintenance Target : Zero equipment failure and break down. Improve reliability and maintainability by 50 % Reduce maintenance cost by 20 % Ensure availability of spares all the time. Six steps in Planned maintenance : Equipment evaluation and recoding present status. Restore deterioration and improve weakness. Building up information management system. Prepare time based information system, select equipment, parts and members and map out plan. Prepare predictive maintenance system by introducing equipment diagnostic techniques and Evaluation of planned maintenance.

139. Planned Maintenance Purpose: Improving efficiency of maintenance departments to prevent 8 major losses Members: Staff Leader and maintenance men of maintenance department Activities: Daily Maintenance Time Based Maintenance Condition Based Maintenance Improvement for increasing the service life expectancy Control of replacement parts Failure analysis and prevention of recurrence. Lubrication control

140. Pillar 5: Quality Maintenance

141. Quality Maintenance Aimed towards customer delight through highest quality through defect free manufacturing. Focus on eliminating non-conformances in a systematic manner , Gain understanding of what parts of the equipment affect product quality and begin to eliminate current quality concerns, then move to potential quality concerns. Transition is from reactive to proactive (Quality Control to Quality Assurance). QM activities is to set equipment conditions that preclude quality defects-- maintaining perfect equipment to maintain perfect quality of products. condition are checked and measured to verify that measured values are within standard values to prevent defects. The transition of measured values is watched to predict possibilities of defects occurring and to take counter measures before hand.

142. Quality Maintenance Policy : Defect free conditions and control of equipment. QM activities to support quality assurance. Focus of prevention of defects at source Focus on poka-yoke. ( fool proof system ) In-line detection and segregation of defects. Effective implementation of operator quality assurance . Target : Achieve and sustain customer complaints at zero Reduce in-process defects by 50 % Reduce cost of quality by 50 %.

143. Quality Maintenance Data requirements : Quality defects are classified as  customer end defects  and  in house  defects. For customer-end data, we have to get data on Customer end line rejection Field complaints . In-house, data include data related to products and data related to process

144. Quality Maintenance Data related to product : Product wise defects Severity of the defect and its contribution - major/minor Location of the defect with reference to the layout Magnitude and frequency of its occurrence at each stage of measurement Occurrence trend in beginning and the end of each production/process/changes. (Like pattern change, ladle/furnace lining etc.) Occurrence trend with respect to restoration of breakdown/modifications/periodical replacement of quality components. Data related to processes: The operating condition for individual sub-process related to men, method, material and machine. The standard settings/conditions of the sub-process The actual record of the settings/conditions during the defect occurrence.

145. Purpose: Achieve zero defects by supporting and maintaining equipment conditions Members: Quality assurance Staff, Production engineering staff, Line Group Manager Activities: Verify quality characteristics standards; understand defect phenomena and performance Investigating the conditions for building in quality, unit processes and raw materials, equipment and methods Investigating, analysing and improving the conditions of malfunctions Setting 3M conditions; setting standard values for inspection Creation of standards that can be followed; trend management Quality Maintenance

146. Session 6 Pillar 6: Training

147. Training It is aimed to have multi-skilled revitalized employees whose morale is high and who has eager to come to work and perform all required functions effectively and independently. Education is given to operators to upgrade their skill. It is not sufficient know only "Know-How" by they should also learn "Know-why". By experience they gain, "Know-How" to overcome a problem what to be done. This they do without knowing the root cause of the problem and why they are doing so. Hence it become necessary to train them on knowing "Know-why". The employees should be trained to achieve the four phases of skill. The goal is to create a factory full of experts. The different phase of skills are Phase 1 : Do not know. Phase 2 : Know the theory but cannot do. Phase 3 : Can do but cannot teach Phase 4 : Can do and also teach.

148. Training Policy : Focus on improvement of knowledge, skills and techniques. Creating a training environment for self learning based on felt needs. Training curriculum / tools /assessment etc., conducive to employee revitalization Training to remove employee fatigue and make work enjoyable. Target : Achieve and sustain downtime due to want men at zero on critical machines. Achieve and sustain zero losses due to lack of knowledge / skills / techniques Aim for 100 % participation in suggestion scheme.

149. Training Steps in Educating and training activities : Setting policies and priorities and checking present status of education and training. Establish training system for operation and maintenance skill up gradation. Training the employees for upgrading the operation and maintenance skills. Preparation of training calendar. Kick-off of the system for training. Evaluation of activities and study of future approach.

150. Pillar 7: Office TPM

151. Office TPM Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, PM). Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analysing processes and procedures towards increased office automation.

152. Office TPM Office TPM addresses twelve major losses. They are Processing loss Cost loss including in areas such as procurement, accounts, marketing, sales leading to high inventories Communication loss Idle loss Set-up loss Accuracy loss Office equipment breakdown Communication channel breakdown, telephone and fax lines Time spent on retrieval of information Non availability of correct on line stock status Customer complaints due to logistics Expenses on emergency dispatches/purchases

153. Office TPM How to start office TPM ? A senior person from one of the support functions e.g. Head of Finance, MIS, Purchase etc should be heading the sub-committee. Members representing all support functions and people from Production & Quality should be included in sub committee. TPM co-ordinator plans and guides the sub committee on Providing awareness about office TPM to all support departments Helping them to identify P, Q, C, D, S, M in each function in relation to plant performance Identify the scope for improvement in each function Collect relevant data Help them to solve problems in their circles Make up an activity board where progress is monitored on both sides - results and actions along with Kaizens . Fan out to cover all employees and circles in all functions.

154. Kobetsu Kaizen topics for Office TPM : Inventory reduction Lead time reduction of critical processes Motion & space losses Retrieval time reduction. Equalizing the work load Improving the office efficiency by eliminating the time loss on retrieval of information, by achieving zero breakdown of office equipment like telephone and fax lines.

155. Office TPM and its Benefits Involvement of all people in support functions for focusing on better plant performance Better utilized work area Reduce repetitive work Reduced inventory levels in all parts of the supply chain Reduced administrative costs Reduced inventory carrying cost Reduction in number of files Office equipment breakdown Communication channel breakdown, telephone and fax lines Time spent on retrieval of information Non availability of correct on line stock status Customer complaints due to logistics Expenses on emergency dispatches/purchases

156. Office TPM P Q C D S M in Office TPM : P - Production output lost due to want of material, Manpower productivity, Production output lost due to want of tools. Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office area rework . C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory , Cost of communication, Demurrage costs. D - Logistics losses (Delay in loading/unloading ) Delay in delivery due to any of the support functions Delay in payments to suppliers Delay in information S - Safety in material handling/stores/logistics, Safety of soft and hard data. M - Number of kaizens in office areas.

157. Office TPM How office TPM supports plant TPM : Office TPM supports the plant, initially in doing Jishu Hozen of the machines (after getting training of Jishu Hozen), as in Jishu Hozen at the Initial stages machines are more and manpower is less, so the help of commercial departments can be taken, for this Office TPM can eliminate the load on line for no material and logistics.

158. Extension of office TPM to suppliers and distributors : This is essential, but only after we have done as much as possible internally. With suppliers it will lead to on-time delivery, improved 'in-coming' quality and cost reduction. With distributors it will lead to accurate demand generation, improved secondary distribution and reduction in damages during storage and handling. In any case we will have to teach them based on our experience and practice and highlight gaps in the system which affect both sides. In case of some of the larger companies, they have started to support clusters of suppliers.

159. Pillar 8: Safety, Health & Environment

160. Safety, Health & Environment Target : Zero accident, Zero health damage Zero fires. In this area focus is on to create a safe workplace and a surrounding area that is not damaged by our process or procedures. This pillar will play an active role in each of the other pillars on a regular basis. A committee is constituted for this pillar which comprises representative of officers as well as workers. The committee is headed by Senior vice President ( Technical ). Utmost importance to Safety is given in the plant. Manager (Safety) is looking after functions related to safety. To create awareness among employees various competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be organized at regular intervals.

161. Example: Working hours per day = 60 minx 8 hours =480 min. Planned downtime per day (downtime accounted for in the production schedule for schedules maintenance, or for management purposes such as morning meetings =20 min. C. Loading time = A- B= 460 minutes Stoppage losses per day ( breakdowns=20 min; set up=20 min; adjustment=20 min)=60 min E. Operating time per day – C-D = 400min.

162. F. Output per day=400 items G. Rate of quality products=98% H. Ideal cycle time=0.8 minutes/item Therefore, I. Actual processing time = FxH = 0.8 x400=320 J. Availability = E/C x100 = 400/460 x 100 = 87% K. Operating speed rate = I/H x 100= 0.5 / 0.8 x 100 = 62.5% L. Net operating rate = F/E x 100 =( 0.8x400)/400x100=80% OEE = Availability x performance efficiency x rate of quality products Therefore, OEE = JxLxHx100 = 0.87x0.50x0.98x100 = 42.6 % Equipment is used at less than half its effectiveness ??????

163. Ideal Condition Availability – greater than 90% Performance efficiency – greater than 99% Rate of quality product – greater than 99% Ideal over all equipment effectiveness= 0.90 x 0.95 x 0.99 =85% All the PM prize winning companies in Japan have an equipment effectiveness greater than 85%

164. A word of caution on implementation It takes three years before prize winning results can be achieved It is mistaken to think that “ We can do it in one year” Investing very little time by top management can only lead to failure

165. Three Essential for Improvement Change in attitude from “ I operate you fix” to “ I own it and I fix it” Increase skill or competency on regular maintenance work. Create a work environment that supports TPM.

166. Overall production effectiveness Target %age

167. Target Number/ person/ year No. of Improvement Suggestions

168. Ideal Condition Availability – greater than 90% Performance efficiency – greater than 99% Rate of quality product – greater than 99% Ideal over all equipment effectiveness= 0.90 x 0.95 x 0.99 =85% All the PM prize winning companies in Japan have an equipment effectiveness greater than 85%

169. A word of caution on implementation It takes three years before prize winning results can be achieved It is mistaken to think that “ We can do it in one year” Investing very little time by top management can only lead to failure

170. Establishing Pilot Organizational model Select a model area for demonstrating TPM activity Divide area into smaller section. Form a small group of managers and senior executives for each section to initiate TPM

171. Step 0: Preparation Provide full knowledge of equipment to all members- display specification, lubrication point and sketch of equipment on board . Give name to circle and display their name on board. Consider imaginary vision such as; --No oil leakage --No dirt --No leakage Prepare action plan and display activity progress .

172. Step 1: Initial Cleaning Member assemble everyday at fixed time and do cleaning of equipment and accessories covering all corners and all places and bring equipment in shining condition Take photographs every 15 days Initiate step 2 only after cleaning reaches a perfection level and cleared by TPM audit group Step 2: Leave the equipment uncleaned for 15 days Step 3 : Visit place again and find out abnormalities - reason why dirt or oil leakage has taken place

173. AREA- REACTOR ADDITIVE CIRCLE No. 5 ACTIVITY PROGRESS CIRCLE: Kamal From To Activity 10.10.99 --- Photograph Taken 12.10.99 --- Initial cleaning started and continued 16.10.99 10.04.99 Equipment data collection 15.11.99 15.12.99 Display board finalization 08.01.00 --- Abnormalities identification started 06.01.00 13.01.00 Activity display board made ready 12.01.00 --- Painting job started and continued.

174. Step 4: Record abnormalities and put a tag on it - hang tag at place of abnormalities Eight types of abnormalities- FUGAI --Minor flaws --Unfulfilled basic condition --Inaccessible places --Contamination sources --Quality defect sources --Unnecessary and non-urgent items --Unsafe places --Unsafe practices.

175. Divide abnormalities into two categories: a. Member --white b. Maintenance—red Step 5: Inform abnormalities to concerned department for correction Step 6: Perform root cause analysis and eliminate abnormalities permanently- member category Step 7: Evaluate the results/ benefits

176. TPM ABNORMALITY (FUGAI) FUGAI No.:…………………………………. EQUIPMENT ………………………………. DATE ………………………………… FOUND BY ……………………………….. TYPE OF ABNORMALITY ……………………………. NATURE OF ABNORMALITY: …………….. XYZ COMPANY Date of issue:

177. EXERCISE on OEE

178. EXERCISE A packing machine was scheduled to run on 3 shifts basis for 25 working days. The rated capacity of the machine is 2,000 pieces per hour. During operation, this machine broken down 10 times. The repairing time was 300 minutes per breakdown. The operator did 40 job changes to carry out various types of packing. Out of 40 job changes, 30 were major job changes and 10 were minor job changes. Major job change time was 50 minutes pr job change. Minor was 10 minutes per job change. The operator changed folding tool 60 times in that month. Each change consumed 5 minutes.

179. There were 50 minor stops to adjust the carton feeding mechanism in a shift, which resulted in 3 minutes time loss. There was a start-up loss of 30 minutes per job change. Out of 25 working days, for 2 days the machine was not scheduled for operation due to operator absenteeism. Also, the machine was down for 10 hours for want of air due to compressor break down. From 12th working day, the operator operated 150 pieces per 6 minutes The actual output on that machine was totaled to 7,50,000 packs. Out of these packs, 5,000 packs damaged and warranted repacking. Calculate OEE.

180. Continuous Flow Layout Change over time Machines - simpler, less automated and slower but accurate and repeatable Step 1 Step 2 Step 3 Step 4 Step 5 Production steps No WIP Product 1 Product 2 1 Minute

181. Takt Time Precisely synchronizes production rate to rate of sales to customer Assume customers are placing orders at rate of 48 bicycle per day. Bike factory works a single 8 hrs. shift Production time per bicycle—known as takt time-- 10 minutes

182. Volume of orders may increase or decrease TT adjusted to synchronized with demand Define TT precisely in relation to demand and run production sequence precisely to TT. Display of TT – everyone can see where production stands at every moment

183. Session 10 3M : Muda, Mura, Muri

184. MUDA – WASTE MURA – INCONSISTENCY / IMBALANCE MURI – STRAIN 3 M’s Muda Mura Muri

185. Elimination of MUDA (Waste) What is MUDA Operation = Work + MUDA Work = Increases value of production MUDA = Increases cost of production Kaizen (Improvement) Total amount of labour Labor Density Effectiveness = Work Work + MUDA To 100% = Work MUDA MUDA Working

186. MUDA of Overproduction MUDA of Stock MUDA of Conveyance (Transport) MUDA of Waiting MUDA of Operation Itself MUDA of Movement of Worker MUDA of Production of Inferior goods Types of MUDA (Waste) MUDA Monster Profit

187. Over Production is the Worst MUDA

188. Sample of MUDA of Overproduction Before Installing Pipe on Vehicle Make a lot of Pipes on Preparation Table Only one is necessary on a car Within one cycle, make only necessary Quantity

189. Will add cost of :- Tools Inventory Scrap due to method change (Obsolete) Storage and upkeep Searching MUDA of Stock

190. Reduction of walking distance MUDA of Movement Working order is changed 1 2 3 4 5 6 1 4 6 2 5 3

191. MUDA of Transportation/Conveyance This worker is changing parts to new pallet. Loading Transfer

192. MUDA of Waiting While Filling water , Do other job Bad case of Waiting until a can is filled

193. MUDA of Operation Installation of bolt and screw (Two types of head) Worker uses 2 Kind of Air Tool For Screw For Bolt Improvement of Air Tool Combining / modifying to use both without changing the impact wrench

194. MUDA of Movement Worker goes to take a tool repeatedly to the rack every time Shortage of a Tool bit/Socket Small bag For small part and tool bits

195. Adoption of part box MUDA of Movement of Worker Workers go to take parts repeatedly:- (4 times) Part Box

196. MUDA of Production of Inferior Goods Due to incomplete installation of Tool and Jig MUDA (Inferior goods) of manufacturing 1. Hard to Work 2. Inferior to Specification 3. Worn Socket 4. Incomplete Tool 5. Take more time to do Do operation over again Use Jig

197. MUDA of Production of Inferior Goods Will add cost of : Defective parts going undetected to next process Scrap Losing Customers Decrease in Yield Warranty Claims

198. Mudas of Different Kinds

199. MURA = Unevenness Will add cost of : Variation in Quality Unbalanced Capacities of Various Machines People are too busy in one area and too idle in other area Mixing up of Experienced and inexperienced workers wrongly Variation in Tooling Quality Using Equipment unreasonably or wastefully

200. MURI = Strain Will add cost of : Trying to use Low-Precision Equipment for High-Precision Processing (Wrong) Running machines beyond it’s designed capacities (excessive use of machines) People getting over-tired through working in strained postures ( poor ergonomics) Doing a work manually that ought to be done by machines ( ????) Strain due to poor design ( poor validation of design) Increased workload due to non-availability of people to cope with it (Some over work and others underutilised)

201. Cost Reduction Material Cost Energy Cost Processing Cost Others Cost Price Processing Conveyance Inspection Stagnation Useful Job from customer point of view Waste Worthless Job does not increase value to the process Decided by manufacturing method Actual movement for Reducing Cost Remove Waste

202. Session 11 Poka Yoke

203. --- Mistake proofing ZERO DEFECT ZERO QUALITY CONTROL POKAYOKE

204. Need for Poka Yoke POKAYOKE Backward Quality Forward Quality Warranty Problem solving Free Replacement Reactive Zero Defect / PPM Proactive Trouble free service Lifelong performance

205. Mistake Proofing Traditional Quality Improvement Cycle-PDCA Plan Check Do Catch defects after they occur Act POKAYOKE

206. Optimal processing conditions set in PLAN stage Planned actions take place in DO stage Quality monitoring in CHECK stage A defect found, information feed back can take in next PLAN stage PDCA Cycle POKAYOKE

207. People believe Continuously repeating PDCA cycle lead to higher level of quality In reality, PDCA c ycle can never completely prevent defects, caused by simple human or machine mistakes PDCA cycle does not provide a way to catch errors; PDCA cycle gives feedback after an actual defect occurs POKAYOKE

208. Zero Quality Control Approach Integrate Do and check Plan Do Check ( Point where error takes place) (Check is integrated with Do) POKAYOKE

209. Unpredictable errors creep in between PLAN and DO functions Integrates CHECK with DO Inspection takes place right at the point where problem arise called source inspection- a check for proper processing conditions made before processing is complete. Gives instant feedback --problems are corrected before defects happen, and not after Analysis POKAYOKE

210. Source Inspection Occurrence of a Defect is result of some undesirable condition or wrong action Cause of Defects lies in errors committed earlier and Defects are results of neglecting these errors Pursue the cause to eliminate Defects totally Mistake will not turn into Defects if errors are discovered and eliminated at source. PERFORM INSPECTION AT THE SOURCE OF DEFECTS POKAYOKE

211. Applications All products and services, processes at individual machines, layouts, assemblies All departments such as Finance, Accounts, Design, Production, Purchase, Marketing etc. POKAYOKE

212. Sources of Errors : Man related Conscious (Intentional ) Hurried (Press wrong button ) Careless (Forgetting ) Casual (Take it easy) Amateurish (unprofessional) Unruly (disobey rules) Unmindful (thoughtlessness) Lack of co-ordination ( coffee before b/fast) POKAYOKE

213. Sources of Errors : Man/Machine Processing failure ( Forgotten to program a sequence) Processing errors (Following a wrong procedure ) Incomplete products ( Untested product to customer) Missing part (Forgotten to assemble a part ) Wrong Assembly ( Incorrect assembly ) Adjustment Error (Tool offset / Programming machine ) Improper operation ( Unintentional wrong setting ) Work setting Errors ( M/c not working as expected ) Wrong parts ( Similar looking parts ) POKAYOKE

214. Analysis Defect Effect Cause Error Control the Error Defect will disappear POKAYOKE

215. Why Errors Take Place Forgetting to do a certain activity /operation Forgetting Is a normal behaviour Everyone forgets something , sometimes – People are not perfect . It just happens now and then inadvertently and not intentionally Expecting that a worker will never forget anything during the operation is Meaningless POKAYOKE

216. Second Type of Forgetting Forgetting that one is likely to forget Planning for error Safeguard One should not forget that he is likely to forget. One should not rely too much on memory . POKAYOKE

217. System to remind at an appropriate time on forgetting Taking actions to prevent errors. Prevent inadvertent mistakes Quickest road to zero defect Solution POKAYOKE

218. Examples Use of Check lists- design, purchase, inspection, production, dispatch Use of templates Go-no-Go gauges Lighting in hotel rooms Timer in toaster POKAYOKE

219. Advantages of Poka Yoke Simple and easy to implement Specific to the need Uses common sense approach Inexpensive POKAYOKE

220. Classification of Poka Yokes Alarm : Buzzers , Flashing Lights warn about Abnormality that has Occurred or about to occur Shutdown : M/c or Process Stops when defect is predicted / detected Control Type Prevention type Detection type POKAYOKE

221. 3 Golden rules of Poka Yoke Input (Your supplier) Process (You) Output (Your customer) Don’t accept a defect Don’t process a defect Don’t pass on a defect POKAYOKE

222. Step by step approach Identify the operation. Use 5W 1H approach to arrive at the root cause Decide between Prevention or Detection type Decide on the method (Control/Warning etc.) Design a Poka Yoke scheme after consulting with users POKAYOKE

223. EXAMPLES FROM OUR DAILY LIFE Thermostat in coffee flasks, Iron boxes, water heater etc. Ball valve for water level control in water tanks Washing machine timer, auto lock Door locking automatically after car starts moving Overload attachments in mixers MCB’s for tripping in case of excess load Automatic water level controllers Fuse in electrical appliances POKAYOKE

224. Magnet pulls shaft straight to avoid scratching Receiving jig scraping results in scratches Modified Screws to ensure positive locking for Tightening Use of simple magnets to hold job steady during Assembly Operations MANUFACTURING EXAMPLES POKAYOKE

225. Thank You